西门子供应链培训材料3

CRM enablers
Technology
• System integration • Use of e-technologies • Selection of system/ technology partners
CRM-Strategy STRATEGY Understand TECHNOLOGY Create ORGANIZATION
© Siemens ICM MP; April 2004; Confidential

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The three main application areas of CRM
Create ORGANIZATION ORGANIZATION
STRATEGY
TECHNOLOGY
Understan d Custome r value
• Raising the entry barriers for competitors by building up lasting relationships with the customers • Developing a "learning relationship" in long-term customer relationships
• Building up superior customer knowledge • Identifying target segments and developing target customer specific marketing, sales and service concepts • Focusing on the highest-value customers
CRM definition CRM objectives • Identifying the top customers and exploiting the maximum share of their expense budgets • Raising the efficiency of customer management • Establishing customer loyalty and "lifetime" relationships • Fully exploiting the potential customer segments by acquiring new customers
• Holistic approach/ top-management issue • Definition of target segments and customers • Value-based prioritization
Culture and change management
• Consolidating the customer value orientation • Management processes and incentive systems • Continuous change management and improvement processes
Retain CULTURE
Gain
© Siemens ICM MP; April 2004; Confidential
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CRM creates lasting strategic competitive advantages
"Understand" markets and customers
Traditional marketing Objectives Focus Timeframe Performance indicators Customer knowledge Product Price Sales channels Communication Generate sales Acquisition phase Short term Market share, sales Demands from customer segments Stand-alone product General discounts Traditional sales channels (multilevel) Unidirectional communication Customer relationship management Create a loyal customer Total customer life-cycle Medium to long term Share of wallet, customer profitability, customer value Individual preferences and needs Integration of products and services Price differentiation on the basis of customer loyalty "Disintermediation", multi channel management Interactive dialog with customers and communities, 24 hrs./7 day availability
Customer Relationship Management -- A Winning Customer Strategy
Seminar presentation April 2004
Agenda
• Customer Relationship Management Presentation • Break • Case 1– San Fabian Supply Company • Case 2– Solo Mobile Phone Company
product Target Market
place
price • Price strategy: e.g. charge price premium for valuable customer segment • Payment terms • Special discounts
promotion • Select of Marketing Communication vehicle to better reach target customer: TV ads, PR, Sponsorship • Events for valuable customers • VIP club
Custome r value
Organization and processes
• Customer-oriented structures and processes • Customer process/touchpoint innovation • Organizational anchoring of the CRM responsibility
© Siemens ICM MP; April 2004; Confidential
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CRM is the holistic approach to a customer-value based company orientation – four enablers set up the frame ...
"Retain" profitable customers
"Gain" profitable customers
© Siemens ICM MP; April 2004; Confidential
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Marketing-Mix are core elements of customer relationship strategy
• A survey on senior marketing executives at Fortune 1000 companies indicates a widespread frustration about the return on CRM investments
CRM in not a technology term, but instead, a strategy driven holistic management approach
Marketing-Mix provides a decision-making method for deciding how to manage the customer relationship Marketing-Mix • Differentiated product targeting different customer segment • Product customization: design, function, packaging • Service level • Effective channel strategy: one-to-one visit, call center, stores… • Various channel combination to more efficiently serve target customers
8:00-9:15 9:15-9:30 9:30-10:30 10:30-12:00
© Siemens ICM MP; April 2004; Confidential
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What is CRM in your mind?
• What is customer relationship management? • What does CRM bring to companies?
Source: Booz Allen Hamilton Survey, 2001 © Siemens ICM MP; April 2004; Confidential Page 3